Management Role Assisting With The Employee’s Career Development

1942 words - 8 pages

Management is as diverse as one’s fingerprint and no two managers in the same situation will necessarily have the same approach, thought processes, or outcomes. There are many managers in the business world. Some examples are: finance managers who are geared toward the financial success of the company, purchasing managers, who deal with product management and there are human resource managers, who deal with policy, procedures and employee relations. Each of these managers has a specific job function in the company. Management roles vary within a company and can also vary based upon departmental functions. This paper will discuss the three basic components in managerial roles, ...view middle of the document...

The hard skills are those that are taught and are measurable abilities used to perform the work. For example, an IT manager should possess the proficiency to fix a computer (Joesph, Soon, Chang, & S.Slaughter, 2010). This manager should have software, hardware, and internet experience in order to understand the function of the job; these are considered hard skills. On the other hand, soft skills are those that are necessary to personal interaction and the ability to relate to others. The same IT manager can use his or her soft skills, also referred to as people skills, to inspire subordinates and peers to achieve organizational goals (Joseph & Soon 2010). There is a dividing line between good managers, great managers, and transformational leaders. An effective interpersonal manager is able to navigate between the types of power, trust, followership, leadership, and managerial decisional style to influence his or her audience.
Successful leaders must be aware of their subordinates varying interest, motivations, knowledge level, and skill sets. Each team members must believe his or her individual contributions to the team are recognized and valued. The manager must establish rapport with his or her subordinates and define his or her role as the team leader. By his or her approach, the interpersonal manager can inspire (and is expected to inspire) his or her subordinates to pursue and fulfill company goals. Human resource management (HRM) is the managing of human skills and talents to make sure they are used effectively and in alignment with an organization's goals. Neither the size nor type of a company affects this definition. For example, big and small, profit and nonprofit organizations all perform HR functions that relate to the recruitment, selection, training, and management of their workforces. In addition, every organization is concerned with offering competitive salaries and benefits to attract, motivate, and retain talented employees. Even nonprofit organizations that rely on volunteers are often concerned with attracting, motivating, and retaining the best volunteers through providing nonfinancial incentives and designing meaningful roles for them.
Each worker has individual needs that are work related and personal. Good use of interpersonal skills allows a manager to provide individual support as needed but still maintain a cohesive work environment. Ensuring group cohesiveness while assisting some subordinates, more than others, is certainly a balancing act for managers. In their article, “Consequences of differentiated leadership in groups,” Wu, Tsui, and Kinicki discuss the effects of leaders paying more individual attention to a subordinate versus collective group attention. The conclusion derived by Wu, was no distinctive differences in value of management either way. Conceptual skills combined with human skills should be applied by a manager to get the best results for each situation. This notion may be...

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Career Development Plan Summary
This following proposal was design to document a career development policy for new and existing employees to help minimize employee turnover. The proposal is established to offer employees more opportunities for professional development from within Kudler Fine Foods. Active engagement from the management team will be required for the proposal to be effective.
Job Descriptions and Qualifications
To become

2347 words - 10 pages
strategy as the foundation and create a vision that takes a big picture perspective and approach.
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Training and development are vital in health care because of the ongoing changes that occur. Employees who receive proper training usually perform his or her duties better than those employees who lack training. Training provides the employee the proper way to perform procedures or tasks while assisting the patient. Training can boost an employee’s confidence because he or she has a better understanding of how to perform his or her job (Frost

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Career Development Plan Part VI—Compensation
HRM/531 Human Capital Management
December 20, 2010
University of Phoenix
1
Career Development IV: Compensation
Compensation Plan
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3368 words - 14 pages
control and total quality management encourages the setting of high standards to maximize quality instead of setting minimum safety standards. These processes encourage the creation of strategies that focus on creating a culture of safety; instead of focusing on individual errors, the need to make system-wide changes is sought after. |
reflection | What is your role and responsibility in providing safe health care to your patients? What

940 words - 4 pages
employee’s roles and responsibilities, and helps align individual goals with organizational goals. Formal performance appraisals also allows for evaluation of the employee’s performance and contribution towards organizational goals. Formal performance appraisals can also be a learning tool for employees and management through the feedback process of the appraisal. During the feedback process, management should express what the employee has done well

2772 words - 12 pages
· include strategies for training and career development
· include timeframes for improvement (these may vary depending on the issue and needs of the business, however it is important to give an employee adequate time to improve their performance)
· reinforce the value and worth of the role being performed.
A date should be set for another meeting with the employee to review progress and discuss the employee’s performance against the agreed

1402 words - 6 pages
aimed at changing people’s behavior to increase productivity.
Development is the practice of preparing professionals to assume bigger responsibility in present and future positions, (Pride, Hughes, & Kapoor, 2012, p. 264). Employee development is a continuing attempt on the employee’s and organization’s part to upgrade the worker’s skills, abilities and knowledge. Successful employee development involves a balance between a person’s career

4923 words - 20 pages
growth or contraction.
h) Personnel costing and control: It is now possible to provide through a
computerised information system line management with regular reports of staff
numbers and costs against budgets or targets, including information on turnover,
absenteeism, overtime levels and costs to serve as indicators of the organisations
extent of efficiency in the utilisation of its human resources.
i)
Training and development: A

512 words - 3 pages
, grievances, union management relations, and with issues involving general labor by employees of the organization (Mostafa, 2009).
* Training and Development:
The human resources department ensures that each employee has ongoing training to help meet the needs of the organization and the employees.
* Employee health and safety:
There are three major obligations employers have: 1.) to provide a safe and healthy work environment. 2.) To

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References
Cameron, R., & Neal, L. (2003). A Concise Economic